Lessons learned report

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V1.0 01-Aug-2013 Page

Lessons Learned Report

Table of Contents

1 PURPOSE OF THE LESSONS LEARNED REPORT................................................................................1

2 PROJECT BACKGROUND................................................................................................................1

3 EXECUTIVE SUMMARY..................................................................................................................1

3.1 SUCCESS FACTORS..............................................................................................................................23.2 PRIMARY CHALLENGES........................................................................................................................23.3 RECOMMENDATIONS..........................................................................................................................2

4 LESSONS LEARNED........................................................................................................................3

V1.0 01-Aug-2013 Page

Project id – <Client Name> Implementation Lessons Learned Report

1 PURPOSE OF THE LESSONS LEARNED REPORT

Throughout each project life cycle, lessons are learned and opportunities for improvement are discovered. As part of a continuous improvement process, documenting lessons learned helps project teams discover the root causes of problems that occurred and avoid those problems in later project stages or future projects. Data for this report was gathered by surveying the project team and stakeholders.

The objective of this report is to gather all relevant information for better planning of later project stages and future projects, improving implementation of new projects, and preventing or minimizing risks for future projects.

Project lessons learned reports are saved on the project’s SharePoint site so that they can be easily referenced by project managers, project team members, sponsors, and stakeholders.

Ultimately, the goals of the lessons learned exercise are:

List successes to document what went right Document what can be improved upon Streamline processes based on this information Communicate this information to project management and user community

2 PROJECT BACKGROUND

<Client Name> (<CLIENT NAME>), with the assistance of Oracle Consulting, reviewed and analyzed the current Human Resource (HR) Recruiting and Onboarding processes along with best practices to implement a future state of the Recruiting and Onboarding process to support <CLIENT NAME>’s current and growing needs. Oracle <Client Name> was implemented to support this process and integrations were developed to support and automate data sharing between Oracle <Client Name> and ORACLE HR.

3 EXECUTIVE SUMMARY

Effectively communicating across various cultures, time zones, and processes/tools is a challenge and <Client Name> absolutely critical to the success of the project implementation.

The project manager should connect stakeholders across the extended team to demonstrate a clear commitment to building strong relationships and a common goal for project success.

Project documents and key deliverables should be created, distributed, reviewed, updated and approved in different project phases accordingly.

The project manager has full responsibility to verify that the project moves in the right direction by building a team that supports local talent working jointly with the corporate team.

Key users must be involved and committed throughout the project lifecycle.

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3.1 SUCCESS FACTORS

Strong support during the transition phase helped educate and prepare users for post go-live activities.

Scope changes from the Chinese government were effectively managed. Local communication and collaboration was strong and thorough. A SharePoint site was created to centrally manage and store data. Team resources were knowledgeable and skilled. User testing was well planned and executed. High quality deliverables were distributed. Time spent with local and corporate resources were essential to the design and ultimate success

of this project. Very few issues (relative to the size of the project) were encountered.

3.2 PRIMARY CHALLENGES

Effective communication with Corporate Project documentation management Resource commitment Project management

3.3 RECOMMENDATIONS

Encourage strong communication between team members who are globally dispersed. User participation should be consistent throughout the project lifecycle. Manage scope creep, risk and other issues timely and effectively.

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4 LESSONS LEARNED

The Categories below were considered during the Lessons Learned Session.

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communication Management

Risk Management

Procurement Management

Roles and Responsibilities

Project Methodology

Architecture/Technical Solution

Training

Testing / QA

Change Control/Change Requests

Knowledge Transition

Project Reporting

Deployment

Lessons Learned Log

ID Category Situation Description Impact on Project

Analysis or Cause Improvement Recommendations

LL-001 Communication/Risk Mgmt Feedback from Security team needed at project start.

Security impact on project delayed.

The analysis that was provided by Security was delayed because they were not involved in the project from the start.

Ensure that the Security department is included in project initiation and design to resolve any security related issues that must be addressed from the beginning. This participation can reduce risk to the project and prevent significant changes to the project after it has started.

LL-002 Communication/Risk Mgmt Resources from Career Site/Marketing and Web Design should be engaged from project start.

Potential risk to the project and possible effect on project scope and plan with late involvement.

Delay in project timeline and risk to project’s timely success.

Additional resources impacted for this project should be identified early and included throughout the project. Their deliverables should be included in the project plan and timeline to ensure effective project delivery.

LL-003 Communications Mgmt Communication plans and training plans were created late in the project.

These plans were not assigned in a timely fashion.

Miscommunication occurred and delivery of documents was untimely.

Develop communications and training plans and assign ownership for development and execution.

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LL-004 Time Mgmt Interface testing/completion was not given adequate time.

Delay in project schedule.

Users did not have enough time to thoroughly test and complete UAT.

Determine the correct amount of time for interface testing/ completion – ensure time is accounted for in project timeline.

LL-005 Time Mgmt Project timeline dates were missed

Delay in implementation

Strict dates were not set or adhered to accommodate changes in scope or changes is deliverable due dates.

Set project update milestones and pre-set dates / time for updates.

LL-007 Time Mgmt Users were not aware of time required for on-going and go-live support.

User’s schedules were impacted negatively.

Impact to resource scheduling.

Better prepare for the required time needed for ongoing support (HR / IT) for post go live support.

LL-008 Procurement Mgmt Experienced consultants were needed during the implementation.

Errors and issues were not resolved in a timely manner.

Consultants were not part of the project team.

Hire a consultant in the future to provide guidance and expertise for rollouts.

LL-009 Quality Mgmt/Knowledge Transition

Product features were implemented without in depth knowledge of their consequences.

Setup could have been designed and implemented more effectively.

The impact of the OLF (organization, location, function) was not clearly explained and may have led to inadequate setup and in addition contributed to confusion on the project.

Fully explain the impact of all features that are to be implemented so users have a strong knowledge of their effects.

LL-010 Communication Mgmt/Knowledge Transition

Key resources should be informed and engaged in activities that affect significant parts of the project.

Lack of knowledge transferred to key individuals.

Key resource participation was needed during parts of the project which may have let to miscommunication and confusion for users.

Ensure that all appropriate team members are involved with process mapping sessions so that they can fully understand their impact.

LL-011 Roles and Responsibilities/Knowledge Transition

The appropriate resources did not have access to key functionality during testing.

Knowledge transfer was not adequately completed.

Resources did not have access to the correct permissions/responsibilities which reduced the effectiveness of the team.

Train applicable users on all functionality as it pertains to their roles and responsibilities prior to go-live.

LL-012 Roles and Responsibilities/Knowledge Transition

<Client Name> Consultant was the only one fully informed about setup and performed them in test and production.

Users are not knowledgeable about setups and how they impact functionality.

Users know little about creating or changing processes in transitions.

Users should have been knowledgeable and had the ability to perform all setups in production as applicable.

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Business

Lessons learned report